Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses

Abstract

Purpose This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses. Design/methodology/approach This cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale. Findings The self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses. Originality/value The results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff.

The Impact of Transformational Leadership Style on Nurses’ Job Satisfaction: An Integrative Review

“…As a result, 13 studies were of high methodological quality because all of these papers received a “yes” rating for all relevant elements of the JBI Quality Assessment Tool ( Abdelhafiz et al, 2016 ; Abualrub & Alghamdi, 2012 ; Alshahrani & Baig, 2016 ; Asif et al, 2019 ; Boamah et al, 2018 ; Brewer et al, 2016 ; Choi et al, 2016 ; Jankelová & Joniaková, 2021 ; Labrague et al, 2020 ; Morsiani et al, 2017 ; Negussie & Demissie, 2013 ; Othman & Khrais, 2022 ; Roberts-Turner et al, 2014 ). And, four studies ( Albagawi, 2019 ; Quesado et al, 2022 ; Sahan & Terzioglu, 2022 ; Wang et al, 2012 ) were of moderate methodological quality due to their limitations in having a standardized objective and, identification and management of confounding factors (Appendix B). No article was excluded based on this data evaluation rating system.…”

Perceptions of leadership style between nurse managers and their staff in Eastern Saudi Arabia: A cross sectional survey

“…Lastly, numerous studies published in recent years have used a survey-based approach to ascertain staff perceptions of nurse managers' leadership styles. [2,3,13,14,17,18,21] However, the results revealed by these studies may have limitations as surveys are only sometimes objective or efficient in evaluating the perceptions from various dimensions and correlating the perceptions with other factors. For instance, according to Andrews et al, [13] the difference between nurse managers' perceptions of their leadership styles and nurses' perceptions of their managers' leadership styles presents a problem in evaluating the survey findings.…”

“…Globally, the importance of nursing workforce issues is being identified, including the need to address the vital role of nurse managers. [1][2][3] A nurse manager is a professional registered nurse responsible for planning and organising nursing services, supervising nurses, and the quality of work undertaken by nurses in a ward. [2,4] The Saudi Arabian 2030 vision acknowledges the importance of nurse managers as one of the strategies for building the nursing profession and workforce to improve the quality of healthcare in Saudi.…”

“…[15] First, transformational leadership can be defined as cooperation between leaders and followers to create a vision that guides the required change through motivation. [3,4] This style positively correlates with organizational outcomes, including effectiveness, extra effort, and job satisfaction. [15] The second leadership style is transactional, which values order and structure and focuses on supervision, organization, and performance.…”

Exploring Different Aspects of Nursing Leadership: An Integrative Review of Qualitative Studies

“…Democratic, autocratic, authentic, servant, transactional, and transformational leadership are among these different styles (1). However, in the nursing field, transformational leadership is one of the most discussed styles (1,12,13), and in many studies, it is pointed out as the style preferred by nurses (5,12) because transformational leaders seek to motivate, inspire and empower their followers so that they too gain leadership competence (1,11).…”